MGMT 310A Exam 1 Vocab

Chapters 1-5 Vocab from "Organizational Behavior" by Jason Colquitt

Organizational behavior (OB)

The study of how individuals and groups behave within an organization, including topics like motivation, leadership, communication, and decision-making.

Human Resource Management

The process of managing employees and their relationship with the organization. It involves activities like recruitment, training, performance evaluation, and employee engagement.

Strategic Management

The process of formulating and implementing strategies to achieve organizational goals and gain a competitive advantage in the market. It involves analyzing the internal and external environment, setting objectives, making strategic decisions, and allocating resources effectively.

Resource-based view

A perspective in strategic management that emphasizes the importance of a firm's unique resources and capabilities in achieving competitive advantage.

Inimitable

Describes something that is impossible to imitate or replicate due to its unique qualities or characteristics.

History

A collective pool of experience, wisdom, and knowledge created by people that benefits the organization

Rule of One-Eighth

only 12% of organizations will use organizational behavior for the long run

Organizational Research

The systematic investigation of structures, processes, and behaviors within an organization to gain insights and knowledge for improving efficiency, productivity, and overall performance.

Evidence Based Management

Using research and data to inform decision-making and improve organizational outcomes. It involves gathering evidence, evaluating its quality, and using it to make informed choices.

Scientific Method

"A systematic approach used by scientists to investigate natural phenomena through observation, formulation of hypotheses, experimentation, data analysis, and conclusion drawing."

Correlation

A statistical measure that shows the relationship between two variables. It indicates how changes in one variable are associated with changes in another variable. Can be positive (both variables increase or decrease together), negative (one variable increases while the other decreases), or zero (no relationship).

r=0.1

The correlation coefficient ___ indicates a weak positive linear relationship between two variables.

r=0.3

The correlation coefficient ___indicates a moderate positive linear relationship between two variables.

r=0.5

Represents a strong positive linear relationship between two variables. Indicates that as one variable increases, the other tends to increase as well, but not perfectly.

Correlation Vs. Causation

Correlation refers to a relationship between two variables, but it does not imply causation. Just because two things are related does not mean one causes the other.

Job Performance

Value of employee behaviors that contribute to organizational goal accomplishment (positive or negative). Focusing on what employees can control

Boundary Condition

What constitutes successful job performance

Task Performance

How we transform resources into a good or service

Routine Task Perfomance

Typical duties one completes throughout the day

Adaptive Task Performance

Responding to unexpected/rare tasks at work

Creative Task Performance

Developing ideas and physical outcomes that are novel and useful

Citizenship Behavior

Voluntary activities that may or may not be rewarded but contribute to the organization by improving the quality of the setting where work occurs

Casual Interference

The establishment that one variable does cause another, based on covariation, temporal precedence, and the elimination of alternative explanations

analytics

the use of data (rather than just opinions) to guide decision making

Job analysis

A process by which an organization determine requirements of specific jobs

Occupational Information Network (O*NET)

An online database containing job tasks, behaviors, required knowledge, skills, and abilities

Interpersonal Citizenship Behavior

Going beyond normal job expectations to assist, support, and develop coworkers and colleagues

Helping

assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they are first on the job.

Courtesy

Sharing important information with coworkers

Sportsmanship

Maintaining a positive attitude with coworkers through good and bad times

Organizational citizenship behavior

Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it.

Voice

When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event

Civic virtue

Participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company

Boosterism

Positively representing the organization when in public

Counterproductive Behavior

Employee behaviors that intentionally hinder organizational goal accomplishment

Property Deviance

Behaviors that harm the organization’s assets and possessions

Sabotage

Purposeful destruction of equipment, organizational processes, or company products.

Theft

Stealing company products or equipment from the organization

Production Deviance

Intentionally reducing organizational efficiency of work output

Wasting resources

Using too many materials or too much time to do too little work

Substance abuse

The abuse of drugs of alcohol before coming to work or while on the job

Political deviance

Behaviors that intentionally disadvantage other individuals

Gossiping

Casual conversations about other people in which the facts are not confirmed as true

Incivility

Communication that is rude, impolite, discourteous, and lacking in good manners

Personal aggression

Hostile verbal and physical actions directed toward other employees

Harassment

Unwanted physical contact or verbal remarks from a colleague

Abuse

Employee assault and endangerment from which physical and psychological injuries may occur

Prosocial Counterproductive Behavior

Workplace behaviors that are intended to benefit others or the organization but, nevertheless, are also counterproductive because they violate norms, rules, policies, or laws; thus, they harm or could potentially harm the organization.

Knowledge Work

Jobs that primarily involve cognitive activity versus physical activity

Service Work

Providing a service that involves direct verbal or physical interactions with customers

Gig work

Income-earning activities that are generally short term in nature, temporary, or involve freelance work, and which occur outside the traditional long-term employer-employee relationship

Management by objectives (MBO)

A management philosphy that bases employee evaluations on whether specific performance goals have been met

Behaviorally anchored rating scales (BARS)

Use of examples of critical incidents to evaluate an employee’s job performance behaviors directly

360 Degree feedback

A performance evaluation system that uses rating provided by supervisors, coworkers, subordiantes, customers, and the employees themselves

Forced ranking

A performance management system in which managers rank subordinates relative to one another

Social performance management

The use of a social media platform for performance management involving ongoing communication among managers and employeers regarding recognition, sharing goals, progress, and constructive feedback.

Organizational Commitment

An employee’s desire to remain a member of an organization

Withdrawal behavior

Employee actions that are intended to avoid work situations

Affective Commitment

An employee’s desire to remain a member of an organization due to a feeling of emotional attachment

Continuance Commitment

An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving

Normative Commitment

An employee’s desire to remain a member of an organization due to a feeling of obligation

Focus of commitment

the people, places, and things that inspire a desire to remain a member of an organization

Erosion model

A model that suggests that employees with fewer bonds with coworkers are most likely to quit the organization

Social Influence Model

A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave

Embeddedness

An employee’s connection to and sense of fit in the organization and community

Volunteering

The giving of time or skills during a planned activity for a nonprofit or charitable group

Exit

A response to a negative work event by which one becomes often absent from work or voluntarily leaves the organizations

Voice

When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.

Loyalty

A passive response to a negative work event in which one publicly supports the situation but privately hope for improvement

Neglect

A passive, destructive response to a negative work event in which one’s interest and effort in work decline

Stars

Employees with high commitment levels and high task performance levels who serve as role models within the organization.

Citizens

Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office

Lone Wolves

Employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization

Apathetics

Employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their job

Psychological Withdrawal

Mentality escaping the work enviornment

Physical withdrawal

A physical escape from the work environment

Independent forms model

A model that predicts that the various withdrawal behaviors are uncorrelated; engaging in one type of withdrawal has little bearing on engaging in other types

Compensatory Forms Model

A model indicating that the various withdrawal behaviors are negatively correlated; engaging in one type of withdrawal makes one less likely to engage in other types

Progression model

A model indicating that the various withdrawal behaviors are positively correlated; engaging in one type of withdrawal makes one more likely to engage in other types

Psychological Contracts

Employee beliefs about what employees owe the organization and what the organization owes them

Transactional contracts

Psychological contracts that focus on a narrow set of specific monetary obligations

Relational Contracts

Psychological contracts that focus on a broad set of open-ended and subjective obligations

Percieved Organizational support

The degree to which employees believe that the organization values their contributions and cares about their well being

Job Satisfaction

A pleasurable emotional state resulting from the appraisal of one’s job or job experiences. It represents how a person feels and thinks about their job

Values

Things that people consciously or unconsciously want to seek or attain

Value-Percept Theory

A theory that argues that job satisfaction depends on whether the employee percieves that thair job supplies those thing that they value

Pay satisfaction

Employees’ feelings about the compensation for their jobs

Promotion satisfaction

Employee’s feelings about how the company handles promotions

Supervision Satisfaction

Employees’ feelings about their boss, including the boss’s competency, communication, and personality

Coworker satisfaction

Employees’ feelings about their coworkers, including their abilities and personalities

Satisfaction with the work itself

Employees’ feelings about their actual work tasks

Meaningfulness of work

A psychological state reflecting one’s feelings about work tasks, goals, and purposes, and the degree to which they contribute to society and fulfill one’s ideals and passions

Responsibility for outcomes

A psychological state indicating the degree to which employees feel they are key drivers of the quality of work output.

Knowledge of results

A psychological state indicating the extent to which employees are aware of how well or how poorly they are doing

Job characteristics theory

A theory that argues that five core characteristics (variety, idenitiy, significance, autonomy, and feedback) combine to result in high levels of satisfaction with the work itself.

Variety

The degree to which a job requires different activities and skills

Identity

The degree to which a job offers completion of a whole, identifiable piece of work

Significance

The degree to which a job really matters and impacts society as a whole

Autonomy

The degree to which a job allows individual freedom and discretion regarding how the work is to be done

Feedback

In job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals.